About Candidate

I am great at stakeholder management, which make or break the project. I manage the mood in the project delivery team to minimise disruptions to the work. I also put together a great project plan and I manage and report risks timeously.

Further Development and Education

1. Completion of the Project Management Professional certificate course through the Project Management Institute

2. Completion of the Scrum Master

Location

Education

M
Master of Business Leadership (MBL) 2005
UNISA SBL

The Master of Business Leadership degree is a 3 year post graduate Masters Programme in the Commerce stream. The array of courses completed includes Leadership studies, Project Management, Information Technology, Economics, Accounting, Finance, to name a few of the 15 modules. My research topic was in the efforts of the South African regulatory and financial industries to bank the unbanked masses.

B
Bachelor of Commerce (B.Com) 1996
University of the Witwatersrand (Wits)

The Bachelor of Commerce degree is a 3 year undergraduate programme in the Commerce stream. My majors were Economics, Accounting and Marketing

C
Certificate in Business and Systems Analysis and Design Methodologies 2001
Tshwane University of technology

The course covered the Agile method of analysis and prioritisation of business requirements. It took learners through stages of development and retrospectives

P
Project Management Professional 2013
The Project Management Institute

This course is in progress. The Project Management Professional certificate is an internationally recognised qualification that equips the project manager with knowledge and skills to complete his/her tasks as a Project Manager. The project manager is equipped in pre-project start responsibilities, how to plan, start, and manage the project in its progress. The project manager is well equipped to manage risks, stakeholder expectations and project budgets. He/she can identify projects that are/become not meaningful for the company. The project manage also learns how to document project events, lessons learnt, project communication and properly close projects

S
Scrum Master 2013
To Be Finalised

The course is planned for this year. A Scrum Master works in an Agile project delivery environment. The Scrum Master works closely with a Product Owner, ensuring that business's expectations are well understood and delivered. He ensures collaboration among project stakeholders to ensure a successful outcome.

H
Higher Certificate in Insurance 1997
Insurance Institute of South Africa

I completed the Certificate of Proficiency, Intermediate Certificate and the Higher Certificate in Insurance. My higher certificate courses are the 1. Legal Framework of Life Insurance; and 2. Estate Planning

C
Certificate in Financial Markets and Instruments (NQF 6) 2013
Full Value Financial Services

The course covered: Fundamentals of macro-economics Instrument valuation Instrument pricing Trading strategies

Work & Experience

S
Senior Project Manager (permanent position) 15 November 2011 - Current
Avbob

I am working as a Senior Project Manager at Avbob. At this stage I have 10 projects in product/revenue stream and in the Customer Services improvement stream allocated to me, 5 of which are active. My responsibilities are as follows: •Outline work plans, determine resources, and write timelines as part of project scope determination. •Manage project teams in Agile/Waterfall environment, realizing success through application of SDLC methodologies and exceptional leadership skills. •Oversee large portfolio of projects to support teams, report progress and influence positive outcomes for key stakeholders. •Keep projects on schedule and within budget while serving as project leader. •Hold daily stand-ups with the project team to obtain progress updates, manage impediments and plan the way forward •Provide updates and agree the way forward in the meeting with work-stream leads •Develop and manage a Risks, Actions, Issues and Business Decisions (RAID) log •Ensure that requirements are feasible against the architecture •Prepare Steerco reports and EXCO reports and present the report at monthly IT MANCO meetings •Negotiate resource availability with various managers to ensure that resource allocation matches the workload of the project

P
Programme Manager (contract position) 08 September 2021 - 12 November 2021
Fundi

At Fundi, an Educational Finance institution, I was working as a Programme Manager in a contract position, across the Fundi projects. My responsibilities are listed below. •Improve the project governance processes of Fundi PMO •Introduce improved document templates for project initiation, business requirement documentation/functional system specification •Foster continuous learning within PMO •Improve the budgeting process for Fundi strategic programmes •Foster improvement in Fundi’s project benefit management strategy •Introduce Post Implementation Review for Fundi projects •Evaluate and improve change management for new solutions •Coaching and mentoring of junior project managers •Improve stakeholder management and collaboration between PMO and Exco •Improve collaboration between PMO, Business Analysts, Developers and Architects and business operations •Bring about improved vendor management

S
Senior Project Manager (contract position) 09 September 2019 - 31 May 2020
MTN Enterprise Business Unit

I was working in the RODOD Optimisation project in the Billing and Cancellation work stream, an initiation of the Enterprise Business Unit (EBU). The architecture of the solution was Siebel. The Billing optimisation initiative was meant to improve timeliness and accuracy of billing while the Cancellations initiative was meant to reduce the number of credit notes that were required due inaccurate billing. My responsibilities were as follows: •Outlined work plans, determined resources, wrote timelines and generated initial budgets as part of project scope determination. •Recorded all project costs and expenses and aligned with project budget. •Managed project teams in agile environment, realizing success through application of SDLC methodologies and exceptional leadership skills. •Oversaw large portfolio of projects to support teams, report progress and influence positive outcomes for key stakeholders. •Kept project on schedule and within budget while serving as project leader. •Hold daily stand-ups with the project team to obtain progress updates, manage impediments and plan the way forward •Provide updates and agree the way forward in the meeting with the Delivery Manager. •Update the MTN Group Project Portal (Jazz) •Develop and manage a Risks, Actions, Issues and Business Decisions (RAID) log •Ensure that requirements are feasible against the architecture •Prepare Steerco reports and present the report at weekly MANCO meetings •Negotiate resource availability with various managers to ensure that resource allocation matches the workload of the project

S
Senior Project Manager (permanent position) 06 November 2017 - 31 December 2018
PPS

I completed the following Projects at PPS: PPS Group website project – a single website for all PPS subsidiaries, enabling access to PPS through one front end and digitalization of client interaction with PPS. Risk Robo – the PPS RISK Robo is an electronic, advice and fulfilment tool for life risk products. It is one of PPS's digitalisation strategies. Auto Increase – the Auto Increase project is an annual project where member benefits and premiums are increased in line with inflation. The Profit share realignment project – a compliance project to allow all PPS risks clients to be allocated profit share, irrespective of age, where previously, only members below the age of 66 qualified for profit share. Project and Work Request logging portal – a portal to enable all work requests to be captured and managed on a single platform to enable PMO a global view of all work requests and projects and to eliminate duplication of projects My responsibilities were as listed below: •Assisted the business owner to write a business case for each project and a business requirements specification (BRS) for each project •Writing up a scope document for each project •Putting together and managed the project plan •Managed the project scope and project progress with stakeholders. •Negotiated Deliverable definition with the project sponsor. •Agreed on timelines with the Project Sponsor and other stakeholders •Identified sources of existing knowledge which can facilitate project progress and delivery. •Manage the project risks, actions, issues, and business decisions through a RAID log •Prepare for daily stand-up meetings and provide progress feedback in the stand-up meetings •Prepare for weekly project progress feedback meetings; manage the progress feedback meetings, updated project plans and reports based on the feedback •Prepared steerco reports and presented the reports at monthly steerco meetings •Manage the monthly project risk management meetings and update CURA Project Risk Management based on outcome of meetings •Prepare and send weekly reports, bi-weekly RAID report, and monthly Tracker report to project stakeholders •Update PPO to reflect project progress and the project RAIDs •Drive for fruitful outcomes at daily stand ups, backlog refinement meetings and sprint demos and sprint retrospectives (agile projects) •Ensuring that the quality of information received through the stages of the SDLC facilitates the development of the solution while managing the amount of documentation and meetings utilised •Improve collaboration across teams for better understanding of cross- project interdependencies •Negotiate resource availability with various managers to ensure that resource allocation matches the workload of the project

S
Senior Project Manager (contract position) 11 January 2017 - 31 August 2017
Vodacom Enterprise Business Unit

I was working in the RT-15 project at Vodacom, where Vodacom won a government tender with the South African National Treasury to reduce the cost of telecommunications for the South African government through a transversal offering for government departments. Was assigned to the North-West province, responsible for ensuring that all required information was received about the client to maximise available contracts that Vodacom can take over from competitors. Also obtained information about existing contracts (regardless of Service Provider) and drove the on-boarding of the contracts into the transversal agreement. The RT-15 project also enabled the sale of other solutions, e.g. Microwave, Internet of Things (IoT) and specialized solutions for hospitals. My responsibilities were as follows: •Put together and manage the project plan •Manage the project scope and project progress with stakeholders. •Negotiate Deliverable definition with the project owner and sponsor. •Agree timelines with the Project Sponsor and other stakeholders •Identify sources of existing knowledge, which can facilitate project progress and delivery. •Manage the project risks, actions, issues and delays •Ensure that the Account Managers, Sales Managers, B.As and Operations resources (SMEs) understand and agree what the delivery expectations are and the quality thereof. •Manage quality of deliverables where the quality falls short •Agree timelines with the Account Managers, Sales Managers, B.As and Operations resources •Produce monthly steerco reports •Manage project scope to ensure that new expectations fall within the agreed scope and negotiate timelines based on changes in scope •Ensure that resource allocation matches the workload of the project •Negotiate resource availability •Train users on Spend Manager (a tool that provides the user with visibility of their telecommunications spend and enables the user to allocate/reduce expenditure)

M
Manager/Administrator/Project Manager (permanent position) 06 October 2015 - 30 November 2016
None - Pursuing various entrepreneurship opportunities

I teamed up with three friends and to pursue entrepreneurship opportunities in the following fields: •Set up an Independent Power Producer to generate and sell electrical power to City Power/and local municipalities •Established the first black owned abattoir in Soweto •Purchased and refurbished motor cycles to sell in used motor cycle market •Worked as managers / researchers / administrators; completing the necessary tasks to add value to the projects. We did not have the same level of commitment as we lost a member whose other businesses demanded more of his time and he left. After his departure the commitment levels suffered; members were unwilling to commit time and resources and the venture died.

P
Product System Manager (System Support Manager) 01 June 2011 - 30 September 2015
Nedbank CIB

I was responsible for looking after a team of five Product Systems Analysts (the Functional Support Team) who looked after three trading systems (Wallstreet, Fenics, Fats) and one liquidity management system (Holding tank and Aleri). I also have experience supporting Front Arena in the Equities and Equity derivatives space and I was responsible for managing the Disaster recovery and Business Continuity Planning for the systems that supported. My responsibilities are as listed below: •Set up the team strategy to cover areas such as client relationship management, people management, and resource utilization management. Listen to the various stakeholders to identify matters of importance and to use these as a basis for the team strategy. •Together with the Functional Support team forged relationships with the client so as to understand their pain points regarding the usability of t the systems that they were using. Priorities were determined to address the most significant pain points first. Regular feedback sessions was held with clients to ensure the delivery of client value. •Set up monthly team meetings where the members of the team were encouraged to air their concerns and raise suggestions to build a team that works better and is conducive for all. Also encouraged team members to talk when they need to on a one-on-one basis and where confidentiality will be maintained. A balance scorecard was drawn and agreed at the beginning of the financial year and employee performance was measured based on the scorecard •The total client experience in as far as the usability of the systems was concerned, was dependent on three separate teams (the Functional Support team, the Technical Application Support team, and the Innovations (projects) team). To bring about speedy client issue resolution the Functional Support team was a single point of entry for all client issues. The functional Support Team managed the communication with the client regardless of where the issue was being resolved. Forged relationships with the other two teams to ensure that we deliver a consistent message to the client •Management of the team activities takings into account existing projects to ensure that there were enough resources to complete the available work and to allocate work fairly and to provide sufficient learning opportunity and variety of work for all team members. •Also got incidents allocated the analysts in the team. The effect was that the team saw him as a team player and it boosted the team morale and enabled growth in technical skills.

Awards

S
Successful implementation of the enhancement to Cashback Funeral product 2022
I implemented the Increase in sum assured enhancement on the Cashback Funeral product. I was able to smooth the relationships among IT resources and drive for a common goal, which enabled implementation of the solution, where earlier attempts to implement the enhancement had failed due to conflicts in the project delivery team.
S
Successful implementation of the Standard Bank/mweb integration solution 2006
The solution provided Standard Bank Card Acquiring merchants with the ability to process internet-based payments for the first time. It was a new and therefore risky type of project for Standard Bank Card Acquiring. I received an award for successful implementation of the solution
R
Reduce the system landscape and cost of ownership 2006
Team achievement at RMB – I was part of a team that successfully moved users from the OBOE system and found new systems that they could use. The initiative had failed multiple times before. Decommission of the OBOE system reduced the number of systems in the RMB systems landscape and kick-started the process of reducing the numbers of systems and their associated cost of ownership
E
Equipping the Wallstreet Support team 2012
I arrived at an ailing relationship between business and the Wall Street support team. Irebuilt the relationship with business, claimed back ownership of the Wallstreet system from the project team and established the support team as a stakeholder in all Wallstreet system enhancements to be well positioned to support the system as it evolves